The Great Reckoning

I know why your employees are leaving; it’s not why you think, and it needn’t be the case.

There’s been a lot said recently about ‘the great resignation’. Some love the term, others despise it, some even argue that its a myth(1) with turnover rates in Australia the lowest ever.

According to 2021 research(2), 52% of employees said they intended to look for a new job. Closer to home for us in technology, LinkedIn’s most recent study found technology has the highest turnover rate of 13.2% rate and up-to 21.7% for software engineers(3).

Whilst some of that data is US market based, I am seeing similar things here. In the conversations I had in the Oct-Dec period it seems in the digital space there’s definitely a lot of movement.

So, if we accept there’s a problem then why is it??

Think of this scenario like the cold-sore virus. It’s there under the surface just waiting until the most unfortunate time to cause you a lot of discomfort and embarrassment. Now, once it pops up you apply some topical ointment and shortly thereafter it subsides – but it doesn’t go away.

I believe this ‘great resignation’ is actually a symptom and many organisations and leaders are blissfully unaware of the cause. Perhaps we should call it ‘the great reckoning’.

I’d be surprised if you haven’t personally experienced the pandemic as an opportunity to sit back and take stock of what’s important; and like most people you’ve probably changed your priorities a little. The research suggests that the ongoing crisis has highlighted company culture and work-life balance, causing employees to be more discerning about the type of organisation they want to work for.

But what I hear from some leaders is ‘our culture was great before the pandemic, so as soon as we can get everyone back to the office things will return to normal’. Well, we heard that about 2021 and it turned out to be a dumpster fire. 2022 is kicking off fairly similarly in many parts of Australia. Moreover, what people thought they wanted in 2019 is different, so you aren’t going to wind back the clock.

If you’re mandating return to the office or rolling in the icecream truck to entice people back, then I’m afraid this seismic shift was inevitable. You’re attempting to address the symptom and not the cause. The cause is why people are moving on.

I believe the way forward isn’t to go backward, but rather to revaluate the employee value proposition. Creating a work environment that provides purpose and flexibility – at a team level.?

At its core, people want to feel part of something important and be able to clearly articulate how what they do every day contributes to that purpose. Then, as a team, they want the autonomy to deliver on their terms, and to know how and when they can rely on their team mates to deliver collectively.

And this is where I think a lot of us trip up. Because doing this in a world of hybrid work is unfamiliar and clunky.

I’ll bet at some stage in your career, either before or pandemic or since, you’ve been in a scenario of a hybrid working meeting. Those meetings where there’s a number of people in the meeting room and a few remote – either a satellite office or elsewhere. The conversation is OK, but never as good. Yet if we reflect on the experience of 2019-2021 we know that co-located works, and fully remote works. That’s because everyone is on the same playing field. The trouble arises when not everyone can contribute equally.

A similar challenge presents itself with teams who need to collaborate, online collaboration tools work really well until there’s some people in a room together and others remote. Its still much easier to write and post-it on a whiteboard than use a laptop to accommodate a few remote colleagues.

See Shane, you just proved the point - we all need is to force everyone back to the office.

Hmm.. Not exactly. Moving from a fragile EVP to a future EVP, is at odds with a mandate as it removes the autonomy and flexibility people desire. So simply being in the office “just because” isn’t going to attract or retain people. But meaningful interactions with purpose that team members voluntarily subscribe to is definitely aligned to the future EVP.

Recently I’ve had success setting up teams for success with hybrid working by taking the time, as a team, to reflect on what’s important to the team and the individuals and collectively establishing new team principles and accountability that enable both flexibility and outcomes.

It comes down to spending the time for the team to answer these questions:?

1)???What is our team purpose??

·?How do we contribute to the organisational objectives and results?

2)???What is our team vision??

·?Where do we want to be in 12 months?

3)???What do we need??

·?What does flexibility mean to each individual? Do you have kids or elderly parents to look after? Do you participate in a sport that requires flexibility for training??

·?Do we understand and empathise with one-another’s flexibility needs?

4)???How will we work together??

·?What rituals or meetings are best served together and what work can we do independently or remotely??

·?How much work can we shift to be done asynchronously? And with what tools?

·?What rules do we want to put in place to enable both flexibility and accountability?

·?How will we hold each other accountable?

5)???How will we look after each other?

·?Do we know how to identify fatigue/burnout in our colleagues?

What does this look like in reality??

It might be that team members agree that they’ll be in the office on a Tuesday and Thursday with a very specific agenda – having their meetings and planning session that are best run together and also taking the time to share a meal or do some team building exercises. Outside those days they’ll be online from 10am-2pm and flexible otherwise. They agree that when someone sets themselves to away that its unacceptable to interrupt them just because you’re working doesn’t mean they’re expected to be; but similarly, the team is empowered to respectfully call out a member who is ‘away’ during the agreed times or not living up to the team values.

Purpose, Accountability, Mutual Respect and Flexibility – supported by principles that are collectively agreed and applied.

Have you thought about how you’ll approach hybrid working in 2022? Does any of this resonate for you? Do you think its rubbish and want to challenge my thinking??

If you’re concerned about hybrid in 2022 I’d love to hear all about it – maybe I can help.

I’ve packaged this up into 2 day kick-off workshops for hybrid teams – more information at?https://www.shanewilliams.com.au/kickoff-workshops

References:

1.????Australia's 'great resignation' is a myth — we are changing jobs less than ever before (theconversation.com)

2.????Achievers-Workforce-Institute-2021-Engagement-and-Retention-Report.pdf

3.????See The Industries With the Highest Turnover (And Why It's So High) (linkedin.com)

About the Author

As an executive tech expert, I work with digital native businesses that are on a growth trajectory seeking expansion into adjacent or global markets. I help businesses that choose or are forced to change, as I understand what it takes to make technology successful at scale. My corporate clients recognise me as their go-to person for sound, independent, practical advice that transforms their businesses.

I am the author of the best selling?The Platform Owner’s Guidebook: How industry experts unlock value from enterprise software. It's the book I wish I’d had when I started trying to unlock the value hidden in platforms and deliver that value to my stakeholders. I have a total aversion to organisations handing out money on the basis of vague promises, or spending money for minimal return.

I am also the creator and host of "The Platform Diaries Podcast", a fortnightly conversation with interesting people about how to get the best value from technology investments and lead highly productive technology teams.

When not in front of a client or a screen, you'll find me riding motorbikes, brewing beer or camping out in the bush with my kids.